课程背景
<The Unknown Secret of Top Sales>
Value Selling and Sales Strategy Transformation and Upgrading
Mr. Wang Ke
【Course Background】
Faced with fierce competition for the industrial offerings, the homogeneity becoming more and more serious, and higher requirements are placed on the sales competencies. In the past, the "sales" who could only introduce offerings or services and rely on drinking a lot to build relationships with client can no longer adapt to current changeable and complex environment. Compared to general clients, Key account clients normally purchase big volumes and higher amounts, many people are involved in decision-making. The decision-making workflow is quite long and many uncertainties. It also makes greater challenge to the sales capability of front-line sales. How to transform from traditional, passive sales into pro-active selling to drive client demand, dig out more potential client needs, expanding market share and increasing profits is the focus of the program.
The program focuses on the six-step sales workflow for building key accounts. Including introducing how to identify and filter key accounts, how to make preparations before visiting clients. Course will utilize interactive exercises, case sharing, group discussions and other teaching methods to guide students to make use of SPIN and CTQ tools to explore clients' potential needs, master the competencies of presenting solutions using the FABVE five-step method, and how to negotiate with clients and ultimately close commercial deals.
【Course Benefits】
• Understand three underlying logics of sales and master the applicable scenarios and offering features of the three value marketing models
• Get to know how to identify and filter out key clients and judge of potential commercial opportunities
• Understand how to prepare before visiting clients and the determination of different client positions
• Utilizing SPIN and CTQ tools to explore potential client needs and ranking them according to their importance
• Learn to design value propositions making use of the ADAMF model and present solutions using the FABVE five-step approach
• How to enhance communication among crew members and handle conflict efficiently
• How to use incentive systems to enhance corporate sales performance
【Course Features】
Classroom learning and development: Focus on hands-on application, allowing students to bring problems, solve them on the spot, and take away tools, models and methodologies.
Rich cases: Combined with a large number of commercial cases, to make obscure theory becomes easy to grasp and interesting
After-school tutoring: For those problems that require a lot of data analysis and very complex, we can come into the enterprise and deliver special tutoring.
【Target Audience】
Personnel engaged in front-line sales and sales administration, such as sales managers/supervisors, key account managers, regional managers, commercial managers/supervisors; and peoples who need to build and expand the market, such as market buildment department, commercial marketing department and other related personnel.
【Course Structure】
【Course Time】
2 -3 days (6 hours/day, can be customized according to actual needs)
【Course Outline】
1.
Opportunities and challenges of sales in the era of Industry 4.0
• Five characteristics of the Industrial 4.0 era
- Everything is connected
- Big data era
- Smart Integration
- Technological innovation
- Transformation and Upgrading
• Five major trends of sales in future
- Diversified client needs vs. homogeneous offerings
- Diversified purchasing channels vs. fierce market competition
- Focusing on offerings and services vs. focusing on the results of the solution
- Ordinary buyer-seller relationship vs. partnership
- Continuous cost reduction vs. continuous performance enhancement
1.
What is the essence and ultimate objective of sales?
• Common misgraspings in the sales Process
Case study: Different sales between two generations of Google Glass
• The three core elements and underlying logics of sales
- Why are clients willing to buy? -- Exploring client needs
- Why clients pay a premium? -- Value quantification and communication
- Why clients only buy from us? -- Building up competitive advantage
• 2 Different marketing thinking orientations
- Product-oriented marketing thinking
- Customer-oriented marketing thinking
• Iteration and upgrading of value selling model
- First Generation: Transactional selling model- Focus on intrinsic value
- Second Generation: Solution selling model – Focus on external value
- The third generation: Performance selling model— Focus on performance value
Case study: Transformation and upgrading of three-generation selling model
1.
How can a company keep rapid growth?
• What are the constraints on rapid growth of a company?
- Subject to the law of large numbers
- Constrained by a dominant position
- Subject to cultural continuity
- Subject to large-scale acquisitions
• 4 ways to quickly expand your commercial
- Expand sales to existed clients
- Bundling other offerings/services
- Try to sell alternative offerings
- Providing a complete solution
• How to find potential client groups?
- Sourcing of potential clients
- Increasing offering awareness
- Inform the benefits of purchasing
- Overcoming the risks of use
- Try it for free before you buy
• How to find new market opportunities
- Zoom out the current category
- Zoom in the current category
- Mapping the market competition landscape
- Looking for opportunities in adjacent markets
- Carry out cross-industry cooperation
1.
How to identify and dig out “big clients”?
• What are the characteristics of key clients?
• How to identify and build key clients?
Case study: How ABB set the rules for segmenting key clients?
• 4-step method to identify commercial opportunities
- Is the demand clear?
- Product relevance
- The urgency of time
- How about Competition
• The 6-step sales workflow for key accounts
- Customer filter
- Customer visit
- Demand digging out
- Solution presentation
- Business Negotiation
- Close the deal
1.
How to accurately dig out client needs? .
• Two types of client needs
- Hidden needs: rage, laziness, lust, greed, gluttony, vanity, fear
- Explicit needs: To C clients like physiological, safety, efficiency, social, respect, self-realization
TO B clients like design and function, offeringion and manufacturing, brand and quality, transportation and inventory, finance and capital, price and profit, risk and safety
• How to explore client needs?
- SPIN tools
- Critical to quality tools (CTQ tools)
Case Study: On-site Practice of the SPIN Tools
• What are the dimensions of client needs analysis?
- Factor Analysis
- Comparative analysis
- Sampling survey method
- Authoritative prediction method
- Inductive-deductive method
- Forward and reverse deduction
- Data Analysis
• How to judge the importance and priority of needs?
- Priority Diagram
- Analytical Hierarchy Process
- Stakeholder benefit Analysis
- KANO model
Role play: Based on the characteristics of the offerings, using KANO model to practice.
6. What scenarios and offerings are applicable to transactional selling?
6.1 What is the transactional selling?
• Product features of transactional selling
• Customer groups applicable to transactional selling
• Marketing and promotion strategies for transactional selling
• Enterprise capability building and Business Strategy
6.2 How to make marketing game plan for transactional selling?
• What is marketing game plan and types
• Product portfolio marketing game plan
- Alternative marketing game plan
- Complementary offering marketing game plan
Case study : Marketing game plan of Luolai Home Textiles
Volkswagen's SUV and general car marketing strategies
- Accessory marketing game plan
Case study: Why does Tetra Pak offer offeringion lines for free?
HP Printer accessory marketing game plan?
- Bundling marketing game plan
Case study: Parker crimping machine marketing game plan
SKF bearing marketing stragety
- Product line portfolio game plan
Case study: Why the strategies of magazine subscriptions is so different?
· Application of pricing game plan
- Contrast difficulty effect
- Switching cost effect
- Price -Quality Effect
- Spending Effect
- Price ratio effect
- Final benefit effect
- Cost-sharing effect
- Fairness Effect
- Framing Effect
• The pros and cons of promotion mix strategies
- Direct promotion
- Coupons
- Sales rebate
- Free trial
- Wholesale offers
Case study: How does Huawei's telephone utilize promotion strategies
The promotion game plan comes from Metro
7. What scenarios and offerings are applicable to solution selling?
7.1 What is the solution selling model?
• Product features of solution selling
• Customer groups applicable to solution selling
• Marketing and promotion strategies for solution selling
• Enterprise capability building up and commercial game plan
7.2 Strategies for breaking by way of key client relationships
• Definition of client relationship administration
• The essence of client relationship administration
- The essence of relationship lies on the exchange and equality of value
- The value and classification of clients to enterprises
- The value and classification of enterprises to clients
• Graphical display: Customer internal relationship analysis chart
- From point to surface: new grasping of client relationships based on bidding
- How to grasp the three horizontal and two vertical circles
• Customer relationship breaks by way of the "Three Exchanges" Rule
• Remedial measures for inadequate client relations
7.3 Value proposition design and value quantification
• Customer value perception theory and its application
Case study: Sales growth path of Willsi
• How to explore and define the value of offerings
- Method for selecting benchmark
- Definition and identification of economic value
- Definition and identification of psychological values
Case study: How Nongfu Spring focuses on the value of a bottle of water
• ADAMF design model for value proposition
- Best second-alternative (A)
- Design of value differentiation points (D)
- Quantification and confirmation of value points (A)
- Total value calculation and presentation (M)
- Other factors to consider (F)
Case study: Value proposition design for track seals
Classroom practice: Design value proposition plan based on own offerings
8. What scenarios and offerings are applicable to performance selling?
8.1 What is performance selling?
• What is performance selling?
- Lower total cost of ownership
- Improve asset performance
• The difference between performance selling and traditional selling
- Deliverables
- Delivery start and ending points
- Customer relationship
- Pricing model
- Focus on
• What are the types of performance selling?
Case study: SKF rotating equipment performance selling
Michelin tire solutions for commercial transportation fleets
Siemens intelligent building administration system
Hilti Fleet Tool steward service
• What are the conditions for implementing performance selling?
• 7 steps to implement performance selling
- Identify your target clients
- Matching demands with capabilities
- Expectations and objective setting
- Program design and quantification
- Value communication and distribution
- Continuous tracking and feedback
- Data optimization and iteration
Classroom practice: Design efficient sales plan based on own offering
8.2 Which clients are applicable to performance selling?
• Principles for filter out target clients
- Overcapacity
- Continuous offeringion
- High asset utilization
- Limited by own conditions
• 6 Steps to Building Customer Relationships
- Understanding cognition
- Demand detection
- Satisfied feedback
- Commitment of both parties
- Building mutual trust
- Generate dependence
Case study: How SKF successfully established cooperation with a steel plant
• 4 Steps to Improve client benefits
- Economic benefits
- Psychological benefits
- Social benefits
- Special interests
1.
Course summary
课程大纲
Mr. Wang Ke
【Course Background】
Faced with fierce competition for the industrial offerings, the homogeneity becoming more and more serious, and higher requirements are placed on the sales competencies. In the past, the "sales" who could only introduce offerings or services and rely on drinking a lot to build relationships with client can no longer adapt to current changeable and complex environment. Compared to general clients, Key account clients normally purchase big volumes and higher amounts, many people are involved in decision-making. The decision-making workflow is quite long and many uncertainties. It also makes greater challenge to the sales capability of front-line sales. How to transform from traditional, passive sales into pro-active selling to drive client demand, dig out more potential client needs, expanding market share and increasing profits is the focus of the program.
The program focuses on the six-step sales workflow for building key accounts. Including introducing how to identify and filter key accounts, how to make preparations before visiting clients. Course will utilize interactive exercises, case sharing, group discussions and other teaching methods to guide students to make use of SPIN and CTQ tools to explore clients' potential needs, master the competencies of presenting solutions using the FABVE five-step method, and how to negotiate with clients and ultimately close commercial deals.
【Course Benefits】
• Understand three underlying logics of sales and master the applicable scenarios and offering features of the three value marketing models
• Get to know how to identify and filter out key clients and judge of potential commercial opportunities
• Understand how to prepare before visiting clients and the determination of different client positions
• Utilizing SPIN and CTQ tools to explore potential client needs and ranking them according to their importance
• Learn to design value propositions making use of the ADAMF model and present solutions using the FABVE five-step approach
• How to enhance communication among crew members and handle conflict efficiently
• How to use incentive systems to enhance corporate sales performance
【Course Features】
Classroom learning and development: Focus on hands-on application, allowing students to bring problems, solve them on the spot, and take away tools, models and methodologies.
Rich cases: Combined with a large number of commercial cases, to make obscure theory becomes easy to grasp and interesting
After-school tutoring: For those problems that require a lot of data analysis and very complex, we can come into the enterprise and deliver special tutoring.
【Target Audience】
Personnel engaged in front-line sales and sales administration, such as sales managers/supervisors, key account managers, regional managers, commercial managers/supervisors; and peoples who need to build and expand the market, such as market buildment department, commercial marketing department and other related personnel.
【Course Structure】
【Course Time】
2 -3 days (6 hours/day, can be customized according to actual needs)
【Course Outline】
1. Opportunities and challenges of sales in the era of Industry 4.0
• Five characteristics of the Industrial 4.0 era
- Everything is connected
- Big data era
- Smart Integration
- Technological innovation
- Transformation and Upgrading
• Five major trends of sales in future
- Diversified client needs vs. homogeneous offerings
- Diversified purchasing channels vs. fierce market competition
- Focusing on offerings and services vs. focusing on the results of the solution
- Ordinary buyer-seller relationship vs. partnership
- Continuous cost reduction vs. continuous performance enhancement
1. What is the essence and ultimate objective of sales?
• Common misgraspings in the sales Process
Case study: Different sales between two generations of Google Glass
• The three core elements and underlying logics of sales
- Why are clients willing to buy? -- Exploring client needs
- Why clients pay a premium? -- Value quantification and communication
- Why clients only buy from us? -- Building up competitive advantage
• 2 Different marketing thinking orientations
- Product-oriented marketing thinking
- Customer-oriented marketing thinking
• Iteration and upgrading of value selling model
- First Generation: Transactional selling model- Focus on intrinsic value
- Second Generation: Solution selling model – Focus on external value
- The third generation: Performance selling model— Focus on performance value
Case study: Transformation and upgrading of three-generation selling model
1. How can a company keep rapid growth?
• What are the constraints on rapid growth of a company?
- Subject to the law of large numbers
- Constrained by a dominant position
- Subject to cultural continuity
- Subject to large-scale acquisitions
• 4 ways to quickly expand your commercial
- Expand sales to existed clients
- Bundling other offerings/services
- Try to sell alternative offerings
- Providing a complete solution
• How to find potential client groups?
- Sourcing of potential clients
- Increasing offering awareness
- Inform the benefits of purchasing
- Overcoming the risks of use
- Try it for free before you buy
• How to find new market opportunities
- Zoom out the current category
- Zoom in the current category
- Mapping the market competition landscape
- Looking for opportunities in adjacent markets
- Carry out cross-industry cooperation
1. How to identify and dig out “big clients”?
• What are the characteristics of key clients?
• How to identify and build key clients?
Case study: How ABB set the rules for segmenting key clients?
• 4-step method to identify commercial opportunities
- Is the demand clear?
- Product relevance
- The urgency of time
- How about Competition
• The 6-step sales workflow for key accounts
- Customer filter
- Customer visit
- Demand digging out
- Solution presentation
- Business Negotiation
- Close the deal
1. How to accurately dig out client needs? .
• Two types of client needs
- Hidden needs: rage, laziness, lust, greed, gluttony, vanity, fear
- Explicit needs: To C clients like physiological, safety, efficiency, social, respect, self-realization
TO B clients like design and function, offeringion and manufacturing, brand and quality, transportation and inventory, finance and capital, price and profit, risk and safety
• How to explore client needs?
- SPIN tools
- Critical to quality tools (CTQ tools)
Case Study:
On-site Practice of the SPIN Tools
• What are the dimensions of client needs analysis?
- Factor Analysis
- Comparative analysis
- Sampling survey method
- Authoritative prediction method
- Inductive-deductive method
- Forward and reverse deduction
- Data Analysis
• How to judge the importance and priority of needs?
- Priority Diagram
- Analytical Hierarchy Process
- Stakeholder benefit Analysis
- KANO model
Role play: Based on the characteristics of the offerings, using KANO model to practice.
6. What scenarios and offerings are applicable to transactional selling?
6.1 What is the transactional selling?
• Product features of transactional selling
• Customer groups applicable to transactional selling
• Marketing and promotion strategies for transactional selling
• Enterprise capability building and Business Strategy
6.2 How to make marketing game plan for transactional selling?
• What is marketing game plan and types
• Product portfolio marketing game plan
- Alternative marketing game plan
- Complementary offering marketing game plan
Case study :
Marketing game plan of Luolai Home Textiles
Volkswagen's SUV and general car marketing strategies
- Accessory marketing game plan
Case study: Why does Tetra Pak offer offeringion lines for free?
HP Printer accessory marketing game plan?
- Bundling marketing game plan
Case study:
Parker crimping machine marketing game plan
SKF bearing marketing stragety
- Product line portfolio game plan
Case study: Why the strategies of magazine subscriptions is so different?
· Application of pricing game plan
- Contrast difficulty effect
- Switching cost effect
- Price -Quality Effect
- Spending Effect
- Price ratio effect
- Final benefit effect
- Cost-sharing effect
- Fairness Effect
- Framing Effect
• The pros and cons of promotion mix strategies
- Direct promotion
- Coupons
- Sales rebate
- Free trial
- Wholesale offers
Case study: How does Huawei's telephone utilize promotion strategies
The promotion game plan comes from Metro
7. What scenarios and offerings are applicable to solution selling?
7.1 What is the solution selling model?
• Product features of solution selling
• Customer groups applicable to solution selling
• Marketing and promotion strategies for solution selling
• Enterprise capability building up and commercial game plan
7.2 Strategies for breaking by way of key client relationships
• Definition of client relationship administration
• The essence of client relationship administration
- The essence of relationship lies on the exchange and equality of value
- The value and classification of clients to enterprises
- The value and classification of enterprises to clients
• Graphical display: Customer internal relationship analysis chart
- From point to surface: new grasping of client relationships based on bidding
- How to grasp the three horizontal and two vertical circles
• Customer relationship breaks by way of the "Three Exchanges" Rule
• Remedial measures for inadequate client relations
7.3 Value proposition design and value quantification
• Customer value perception theory and its application
Case study:
Sales growth path of Willsi
• How to explore and define the value of offerings
- Method for selecting benchmark
- Definition and identification of economic value
- Definition and identification of psychological values
Case study: How Nongfu Spring focuses on the value of a bottle of water
• ADAMF design model for value proposition
- Best second-alternative (A)
- Design of value differentiation points (D)
- Quantification and confirmation of value points (A)
- Total value calculation and presentation (M)
- Other factors to consider (F)
Case study:
Value proposition design for track seals
Classroom practice: Design value proposition plan based on own offerings
8. What scenarios and offerings are applicable to performance selling?
8.1 What is performance selling?
• What is performance selling?
- Lower total cost of ownership
- Improve asset performance
• The difference between performance selling and traditional selling
- Deliverables
- Delivery start and ending points
- Customer relationship
- Pricing model
- Focus on
• What are the types of performance selling?
Case study:
SKF rotating equipment performance selling
Michelin tire solutions for commercial transportation fleets
Siemens intelligent building administration system
Hilti Fleet Tool steward service
• What are the conditions for implementing performance selling?
• 7 steps to implement performance selling
- Identify your target clients
- Matching demands with capabilities
- Expectations and objective setting
- Program design and quantification
- Value communication and distribution
- Continuous tracking and feedback
- Data optimization and iteration
Classroom practice: Design efficient sales plan based on own offering
8.2 Which clients are applicable to performance selling?
• Principles for filter out target clients
- Overcapacity
- Continuous offeringion
- High asset utilization
- Limited by own conditions
• 6 Steps to Building Customer Relationships
- Understanding cognition
- Demand detection
- Satisfied feedback
- Commitment of both parties
- Building mutual trust
- Generate dependence
Case study: How SKF successfully established cooperation with a steel plant
• 4 Steps to Improve client benefits
- Economic benefits
- Psychological benefits
- Social benefits
- Special interests
1. Course summary
老师简介
Introduction to lecturers
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博闻智咨询|王珂老师
适合谁听
公司相关管人人员。建议同一家企业 3 人以上同来，课堂上直接改造本企业的实际问题——单人参加也能学到方法，但带不走可用的成果。
交付流程
课前：顾问访谈 2 位管理者，收集现状与问题清单，讲师据此调整案例。课中：讲授与演练各占一半，产出可直接用的工具与方案。课后：7 天内提交改进建议，30 天内一次线上答疑。